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CIPM Questions and Answers

Question # 6

What is the function of the privacy operational life cycle?

A.

It establishes initial plans for privacy protection and implementation

B.

It allows the organization to respond to ever-changing privacy demands

C.

It ensures that outdated privacy policies are retired on a set schedule

D.

It allows privacy policies to mature to a fixed form

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Question # 7

What is the main function of the Asia-Pacific Economic Cooperation Privacy Framework?

A.

Enabling regional data transfers.

B.

Protecting data from parties outside the region.

C.

Establishing legal requirements for privacy protection in the region.

D.

Marketing privacy protection technologies developed in the region.

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Question # 8

SCENARIO

Please use the following to answer the next QUESTION:

As the Director of data protection for Consolidated Records Corporation, you are justifiably pleased with your accomplishments so far. Your hiring was precipitated by warnings from regulatory agencies following a series of relatively minor data breaches that could easily have been worse. However, you have not had a reportable incident for the three years that you have been with the company. In fact, you consider your program a model that others in the data storage industry may note in their own program development.

You started the program at Consolidated from a jumbled mix of policies and procedures and worked toward coherence across departments and throughout operations. You were aided along the way by the program's sponsor, the vice president of operations, as well as by a Privacy Team that started from a clear understanding of the need for change.

Initially, your work was greeted with little confidence or enthusiasm by the company's "old guard" among both the executive team and frontline personnel working with data and interfacing with clients. Through the use of metrics that showed the costs not only of the breaches that had occurred, but also projections of the costs that easily could occur given the current state of operations, you soon had the leaders and key decision-makers largely on your side. Many of the other employees were more resistant, but face-to-face meetings with each department and the development of a baseline privacy training program achieved sufficient "buy-in" to begin putting the proper procedures into place.

Now, privacy protection is an accepted component of all current operations involving personal or protected data and must be part of the end product of any process of technological development. While your approach is not systematic, it is fairly effective.

You are left contemplating:

What must be done to maintain the program and develop it beyond just a data breach prevention program? How can you build on your success?

What are the next action steps?

What process could most effectively be used to add privacy protections to a new, comprehensive program being developed at Consolidated?

A.

Privacy by Design.

B.

Privacy Step Assessment.

C.

Information Security Planning.

D.

Innovation Privacy Standards.

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Question # 9

Which of the following best demonstrates the effectiveness of a firm’s privacy incident response process?

A.

The decrease of security breaches

B.

The decrease of notifiable breaches

C.

The increase of privacy incidents reported by users

D.

The decrease of mean time to resolve privacy incidents

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Question # 10

“Collection”, “access” and “destruction” are aspects of what privacy management process?

A.

The data governance strategy

B.

The breach response plan

C.

The metric life cycle

D.

The business case

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Question # 11

SCENARIO

Please use the following to answer the next QUESTION:

Natalia, CFO of the Nationwide Grill restaurant chain, had never seen her fellow executives so anxious. Last week, a data processing firm used by the company reported that its system may have been hacked, and customer data such as names, addresses, and birthdays may have been compromised. Although the attempt was proven unsuccessful, the scare has prompted several Nationwide Grill executives to Question the company's privacy program at today's meeting.

Alice, a vice president, said that the incident could have opened the door to lawsuits, potentially damaging Nationwide Grill's market position. The Chief Information Officer (CIO), Brendan, tried to assure her that even if there had been an actual breach, the chances of a successful suit against the company were slim. But Alice remained unconvinced.

Spencer – a former CEO and currently a senior advisor – said that he had always warned against the use of contractors for data processing. At the very least, he argued, they should be held contractually liable for telling customers about any security incidents. In his view, Nationwide Grill should not be forced to soil the company name for a problem it did not cause.

One of the business development (BD) executives, Haley, then spoke, imploring everyone to see reason.

"Breaches can happen, despite organizations' best efforts," she remarked. "Reasonable preparedness is key." She reminded everyone of the incident seven years ago when the large grocery chain Tinkerton's had its financial information compromised after a large order of Nationwide Grill frozen dinners. As a long-time BD executive with a solid understanding of Tinkerton's's corporate culture, built up through many years of cultivating relationships, Haley was able to successfully manage the company's incident response.

Spencer replied that acting with reason means allowing security to be handled by the security functions within the company – not BD staff. In a similar way, he said, Human Resources (HR) needs to do a better job training employees to prevent incidents. He pointed out that Nationwide Grill employees are overwhelmed with posters, emails, and memos from both HR and the ethics department related to the company's privacy program. Both the volume and the duplication of information means that it is often ignored altogether.

Spencer said, "The company needs to dedicate itself to its privacy program and set regular in-person trainings for all staff once a month."

Alice responded that the suggestion, while well-meaning, is not practical. With many locations, local HR departments need to have flexibility with their training schedules. Silently, Natalia agreed.

The senior advisor, Spencer, has a misconception regarding?

A.

The amount of responsibility that a data controller retains.

B.

The appropriate role of an organization's security department.

C.

The degree to which training can lessen the number of security incidents.

D.

The role of Human Resources employees in an organization's privacy program.

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Question # 12

In regards to the collection of personal data conducted by an organization, what must the data subject be allowed to do?

A.

Evaluate the qualifications of a third-party processor before any data is transferred to that processor.

B.

Obtain a guarantee of prompt notification in instances involving unauthorized access of the data.

C.

Set a time-limit as to how long the personal data may be stored by the organization.

D.

Challenge the authenticity of the personal data and have it corrected if needed.

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Question # 13

SCENARIO

Please use the following to answer the next QUESTION:

Penny has recently joined Ace Space, a company that sells homeware accessories online, as its new privacy officer. The company is based in California but thanks to some great publicity from a social media influencer last year, the company has received an influx of sales from the EU and has set up a regional office in Ireland to support this expansion. To become familiar with Ace Space’s practices and assess what her privacy priorities will be, Penny has set up meetings with a number of colleagues to hear about the work that they have been doing and their compliance efforts.

Penny’s colleague in Marketing is excited by the new sales and the company’s plans, but is also concerned that Penny may curtail some of the growth opportunities he has planned. He tells her “I heard someone in the breakroom talking about some new privacy laws but I really don’t think it affects us. We’re just a small company. I mean we just sell accessories online, so what’s the real risk?” He has also told her that he works with a number of small companies that help him get projects completed in a hurry. “We’ve got to meet our deadlines otherwise we lose money. I just sign the contracts and get Jim in finance to push through the payment. Reviewing the contracts takes time that we just don’t have.”

In her meeting with a member of the IT team, Penny has learned that although Ace Space has taken a number of precautions to protect its website from malicious activity, it has not taken the same level of care of its physical files or internal infrastructure. Penny’s colleague in IT has told her that a former employee lost an encrypted USB key with financial data on it when he left. The company nearly lost access to their customer database last year after they fell victim to a phishing attack. Penny is told by her IT colleague that the IT team “didn’t know what to do or who should do what. We hadn’t been trained on it but we’re a small team though, so

it worked out OK in the end.” Penny is concerned that these issues will compromise Ace Space’s privacy and data protection.

Penny is aware that the company has solid plans to grow its international sales and will be working closely with the CEO to give the organization a data “shake up”. Her mission is to cultivate a strong privacy culture within the company.

Penny has a meeting with Ace Space’s CEO today and has been asked to give her first impressions and an overview of her next steps.

To establish the current baseline of Ace Space’s privacy maturity, Penny should consider all of the following factors EXCEPT?

A.

Ace Space’s documented procedures

B.

Ace Space’s employee training program

C.

Ace Space’s vendor engagement protocols

D.

Ace Space’s content sharing practices on social media

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Question # 14

SCENARIO

Please use the following to answer the next QUESTION:

As they company’s new chief executive officer, Thomas Goddard wants to be known as a leader in data

protection. Goddard recently served as the chief financial officer of Hoopy.com, a pioneer in online video viewing with millions of users around the world. Unfortunately, Hoopy is infamous within privacy protection circles for its ethically Questionable practices, including unauthorized sales of personal data to marketers. Hoopy also was the target of credit card data theft that made headlines around the world, as at least two million credit card numbers were thought to have been pilfered despite the company’s claims that “appropriate” data protection safeguards were in place. The scandal affected the company’s business as competitors were quick to market an increased level of protection while offering similar entertainment and media content. Within three weeks after the scandal broke, Hoopy founder and CEO Maxwell Martin, Goddard’s mentor, was forced to step down.

Goddard, however, seems to have landed on his feet, securing the CEO position at your company, Medialite, which is just emerging from its start-up phase. He sold the company’s board and investors on his vision of Medialite building its brand partly on the basis of industry-leading data protection standards and procedures. He may have been a key part of a lapsed or even rogue organization in matters of privacy but now he claims to be reformed and a true believer in privacy protection. In his first week on the job, he calls you into his office and explains that your primary work responsibility is to bring his vision for privacy to life. But you also detect some reservations. “We want Medialite to have absolutely the highest standards,” he says. “In fact, I want us to be able to say that we are the clear industry leader in privacy and data protection. However, I also need to be a responsible steward of the company’s finances. So, while I want the best solutions across the board, they also need to be cost effective.”

You are told to report back in a week’s time with your recommendations. Charged with this ambiguous mission, you depart the executive suite, already considering your next steps.

What metric can Goddard use to assess whether costs associated with implementing new privacy protections are justified?

A.

Compliance ratio

B.

Cost-effective mean

C.

Return on investment

D.

Implementation measure

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Question # 15

If an organization maintains a separate ethics office, to whom would its officer typically report to in order to retain the greatest degree of independence?

A.

The Board of Directors.

B.

The Chief Financial Officer.

C.

The Human Resources Director.

D.

The organization's General Counsel.

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Question # 16

Which of the following is the most likely way an independent privacy organization might work to promote sound privacy practices?

A.

By developing principles for self-regulation.

B.

By enacting new legislation.

C.

By completing on-site audits.

D.

By issuing penalties for violations of rules.

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Question # 17

If done correctly, how can a Data Protection Impact Assessment (DPIA) create a win/win scenario for organizations and individuals?

A.

By quickly identifying potentially problematic data attributes and reducing the risk exposure.

B.

By allowing Data Controllers to solicit feedback from individuals about how they feel about the potential data processing.

C.

By enabling Data Controllers to be proactive in their analysis of processing activities and ensuring compliance with the law.

D.

By better informing about the risks associated with the processing activity and improving the organization's transparency with individuals.

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Question # 18

Which statement is FALSE regarding the use of technical security controls?

A.

Technical security controls are part of a data governance strategy.

B.

Technical security controls deployed for one jurisdiction often satisfy another jurisdiction.

C.

Most privacy legislation lists the types of technical security controls that must be implemented.

D.

A person with security knowledge should be involved with the deployment of technical security controls.

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Question # 19

All of the following changes will likely trigger a data inventory update EXCEPT?

A.

Outsourcing the Customer Relationship Management (CRM) function.

B.

Acquisition of a new subsidiary.

C.

Onboarding of a new vendor.

D.

Passage of a new privacy regulation.

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Question # 20

A minimum requirement for carrying out a Data Protection Impact Assessment (DPIA) would include?

A.

Processing on a large scale of special categories of data.

B.

Monitoring of a publicly accessible area on a large scale.

C.

Assessment of the necessity and proportionality.

D.

Assessment of security measures.

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Question # 21

Your company's lead applied scientist believes there's an opportunity to proactively address customer issues using machine learning. She requests access to all of the company's customer data and several publicly available datasets

All the following are appropriate next steps EXCEPT?

A.

Understanding the geographic location of your customers.

B.

Providing a public disclosure to all customers describing the purpose and nature of processing.

C.

Checking your company's public privacy notice to ensure this processing Is in line with current disclosures.

D.

Requesting further Information from your scientist to understand the goal of the model and the eventual operational description.

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Question # 22

SCENARIO

Please use the following to answer the next QUESTION:

As the Director of data protection for Consolidated Records Corporation, you are justifiably pleased with your accomplishments so far. Your hiring was precipitated by warnings from regulatory agencies following a series of relatively minor data breaches that could easily have been worse. However, you have not had a reportable incident for the three years that you have been with the company. In fact, you consider your program a model that others in the data storage industry may note in their own program development.

You started the program at Consolidated from a jumbled mix of policies and procedures and worked toward coherence across departments and throughout operations. You were aided along the way by the program's sponsor, the vice president of operations, as well as by a Privacy Team that started from a clear understanding of the need for change.

Initially, your work was greeted with little confidence or enthusiasm by the company's "old guard" among both

the executive team and frontline personnel working with data and interfacing with clients. Through the use of metrics that showed the costs not only of the breaches that had occurred, but also projections of the costs that easily could occur given the current state of operations, you soon had the leaders and key decision-makers largely on your side. Many of the other employees were more resistant, but face-to-face meetings with each department and the development of a baseline privacy training program achieved sufficient "buy-in" to begin putting the proper procedures into place.

Now, privacy protection is an accepted component of all current operations involving personal or protected data and must be part of the end product of any process of technological development. While your approach is not systematic, it is fairly effective.

You are left contemplating:

What must be done to maintain the program and develop it beyond just a data breach prevention program? How can you build on your success?

What are the next action steps?

What practice would afford the Director the most rigorous way to check on the program's compliance with laws, regulations and industry best practices?

A.

Auditing.

B.

Monitoring.

C.

Assessment.

D.

Forensics.

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Question # 23

There are different forms of monitoring available for organizations to consider when aligning with their privacy program goals.

Which of the following forms of monitoring is best described as ‘auditing’?

A.

Evaluating operations, systems, and processes.

B.

Tracking, reporting and documenting complaints from all sources.

C.

Assisting in the completion of attesting reporting for SOC2, ISO, or BS7799.

D.

Ensuring third parties have appropriate security and privacy requirements in place.

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Question # 24

Which of the following is an example of Privacy by Design (PbD)?

A.

A company hires a professional to structure a privacy program that anticipates the increasing demands of new laws.

B.

The human resources group develops a training program for employees to become certified in privacy policy.

C.

A labor union insists that the details of employers' data protection methods be documented in a new contract.

D.

The information technology group uses privacy considerations to inform the development of new networking software.

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Question # 25

Which will best assist you in quickly identifying weaknesses in your network and storage?

A.

Running vulnerability scanning tools.

B.

Reviewing your privacy program metrics.

C.

Reviewing your role-based access controls.

D.

Establishing a complaint-monitoring process.

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Question # 26

Your company provides a SaaS tool for B2B services and does not interact with individual consumers. A client's current employee reaches out with a right to delete request. what is the most appropriate response?

A.

Forward the request to the contact on file for the client asking them how they would like you to proceed.

B.

Redirect the individual back to their employer to understand their rights and how this might impact access to company tools.

C.

Process the request assuming that the individual understands the implications to their organization if their information is deleted.

D.

Explain you are unable to process the request because business contact information and associated data is not covered under privacy rights laws.

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Question # 27

SCENARIO

Please use the following to answer the next QUESTION:

For 15 years, Albert has worked at Treasure Box – a mail order company in the United States (U.S.) that used to sell decorative candles around the world, but has recently decided to limit its shipments to customers in the 48 contiguous states. Despite his years of experience, Albert is often overlooked for managerial positions. His frustration about not being promoted, coupled with his recent interest in issues of privacy protection, have motivated Albert to be an agent of positive change.

He will soon interview for a newly advertised position, and during the interview, Albert plans on making executives aware of lapses in the company’s privacy program. He feels certain he will be rewarded with a promotion for preventing negative consequences resulting from the company’s outdated policies and procedures.

For example, Albert has learned about the AICPA (American Institute of Certified Public Accountans)/CICA (Canadian Institute of Chartered Accountants) Privacy Maturity Model (PMM). Albert thinks the model is a useful way to measure Treasure Box’s ability to protect personal data. Albert has noticed that Treasure Box fails to meet the requirements of the highest level of maturity of this model; at his interview, Albert will pledge to assist the company with meeting this level in order to provide customers with the most rigorous security available.

Albert does want to show a positive outlook during his interview. He intends to praise the company’s commitment to the security of customer and employee personal data against external threats. However, Albert worries about the high turnover rate within the company, particularly in the area of direct phone marketing. He sees many unfamiliar faces every day who are hired to do the marketing, and he often hears complaints in the lunch room regarding long hours and low pay, as well as what seems to be flagrant disregard for company procedures.

In addition, Treasure Box has had two recent security incidents. The company has responded to the incidents with internal audits and updates to security safeguards. However, profits still seem to be affected and anecdotal evidence indicates that many people still harbor mistrust. Albert wants to help the company recover. He knows there is at least one incident the public in unaware of, although Albert does not know the details. He believes the company’s insistence on keeping the incident a secret could be a further detriment to its reputation. One further way that Albert wants to help Treasure Box regain its stature is by creating a toll-free number for customers, as well as a more efficient procedure for responding to customer concerns by postal mail.

In addition to his suggestions for improvement, Albert believes that his knowledge of the company’s recent business maneuvers will also impress the interviewers. For example, Albert is aware of the company’s intention to acquire a medical supply company in the coming weeks.

With his forward thinking, Albert hopes to convince the managers who will be interviewing him that he is right for the job.

On which of the following topics does Albert most likely need additional knowledge?

A.

The role of privacy in retail companies

B.

The necessary maturity level of privacy programs

C.

The possibility of delegating responsibilities related to privacy

D.

The requirements for a managerial position with privacy protection duties

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Question # 28

SCENARIO

Please use the following to answer the next QUESTION:

Edufox has hosted an annual convention of users of its famous e-learning software platform, and over time, it has become a grand event. It fills one of the large downtown conference hotels and overflows into the others, with several thousand attendees enjoying three days of presentations, panel discussions and networking. The convention is the centerpiece of the company's product rollout schedule and a great training opportunity for current users. The sales force also encourages prospective clients to attend to get a better sense of the ways in which the system can be customized to meet diverse needs and understand that when they buy into this system, they are joining a community that feels like family.

This year's conference is only three weeks away, and you have just heard news of a new initiative supporting it: a smartphone app for attendees. The app will support late registration, highlight the featured presentations and provide a mobile version of the conference program. It also links to a restaurant reservation system with the best cuisine in the areas featured. "It's going to be great," the developer, Deidre Hoffman, tells you, "if, that is, we actually get it working!" She laughs nervously but explains that because of the tight time frame she'd been given to build the app, she outsourced the job to a local firm. "It's just three young people," she says, "but they do great work." She describes some of the other apps they have built. When asked how they were selected for this job, Deidre shrugs. "They do good work, so I chose them."

Deidre is a terrific employee with a strong track record. That's why she's been charged to deliver this rushed project. You're sure she has the best interests of the company at heart, and you don't doubt that she's under pressure to meet a deadline that cannot be pushed back. However, you have concerns about the app's handling of personal data and its security safeguards. Over lunch in the break room, you start to talk to her about it, but she quickly tries to reassure you, "I'm sure with your help we can fix any security issues if we have to, but I doubt there'll be any. These people build apps for a living, and they know what they're doing. You worry too much, but that's why you're so good at your job!"

You see evidence that company employees routinely circumvent the privacy officer in developing new initiatives.

How can you best draw attention to the scope of this problem?

A.

Insist upon one-on-one consultation with each person who works around the privacy officer.

B.

Develop a metric showing the number of initiatives launched without consultation and include it in reports, presentations, and consultation.

C.

Hold discussions with the department head of anyone who fails to consult with the privacy officer.

D.

Take your concerns straight to the Chief Executive Officer.

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Question # 29

Which of the following is NOT a type of privacy program metric?

A.

Business enablement metrics.

B.

Data enhancement metrics.

C.

Value creation metrics.

D.

Commercial metrics.

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Question # 30

SCENARIO

Please use the following lo answer the next question:

You are the privacy manager within the privacy office of a National Forest Parks and Recreation Department. While having lunch with a colleague from the IT division, you learn that the IT director has put out a request for proposal (RFP) which calls for a system that collects the personal data of park attendees.

You consult with a few other colleagues in IT and learn that the RFP is worded such that it leaves it to the vendors to demonstrate what information they would collect from people who enter parks anywhere in the country, either in a vehicle or on foot. A partial list of the information collected includes:

• personal identifiers such as name, address, age, gender;

• vehicle registration information:

• facial images of park attendees;

• health information (e.g.. physical disabilities, use of mobility devices)

The stated purpose of the RFP is to:

"Improve the National Forest. Parks, and Recreation Department's ability to track and monitor service usage thereby Increasing the robustness of our customer data and to improve service offerings.''

Companies have already started submitting proposals for software solutions that address these information gathering practices. There is only one week left before the RFP closes.

The IT department has put together an RFP evaluation team but no one from the privacy office has been a Dart of the RFP ud to this point. This occurred deposite the fact….

Which of the following data protection actions has been implemented by the National Forest Parks and Recreation Department?

A.

Policy creation.

B.

Data minimization.

C.

Sufficient engagement with the privacy team.

D.

Identification of all of the sources, types and uses of personal information

(PI).

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Question # 31

A systems audit uncovered a shared drive folder containing sensitive employee data with no access controls and therefore was available for all employees to view. What is the first step to mitigate further risks?

A.

Notify all employees whose information was contained in the file.

B.

Check access logs to see who accessed the folder.

C.

Notify legal counsel of a privacy incident.

D.

Restrict access to the folder.

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Question # 32

After an incident, all of the following are potential objectives for improvements to the way an organization handles breach management EXCEPT?

A.

Contacting regulators.

B.

Reviewing lessons learned.

C.

Ensuring appropriate privacy/security funding.

D.

Getting commitment from stakeholders related to any process updates.

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Question # 33

SCENARIO

Please use the following to answer the next QUESTION:

Perhaps Jack Kelly should have stayed in the U.S. He enjoys a formidable reputation inside the company, Special Handling Shipping, for his work in reforming certain "rogue" offices. Last year, news broke that a police sting operation had revealed a drug ring operating in the Providence, Rhode Island office in the United States. Video from the office's video surveillance cameras leaked to news operations showed a drug exchange between Special Handling staff and undercover officers.

In the wake of this incident, Kelly had been sent to Providence to change the "hands off" culture that upper management believed had let the criminal elements conduct their illicit transactions. After a few weeks under Kelly's direction, the office became a model of efficiency and customer service. Kelly monitored his workers' activities using the same cameras that had recorded the illegal conduct of their former co-workers.

Now Kelly has been charged with turning around the office in Cork, Ireland, another trouble spot. The company has received numerous reports of the staff leaving the office unattended. When Kelly arrived, he found that even when present, the staff often spent their days socializing or conducting personal business on their mobile phones. Again, he observed their behaviors using surveillance cameras. He issued written reprimands to six staff members based on the first day of video alone.

Much to Kelly's surprise and chagrin, he and the company are now under investigation by the Data Protection Commissioner of Ireland for allegedly violating the privacy rights of employees. Kelly was told that the company's license for the cameras listed facility security as their main use, but he does not know why this matters. He has pointed out to his superiors that the company's training programs on privacy protection and data collection mention nothing about surveillance video.

You are a privacy protection consultant, hired by the company to assess this incident, report on the legal and compliance issues, and recommend next steps.

Knowing that the regulator is now investigating, what would be the best step to take?

A.

Consult an attorney experienced in privacy law and litigation.

B.

Use your background and knowledge to set a course of action.

C.

If you know the organization is guilty, advise it to accept the punishment.

D.

Negotiate the terms of a settlement before formal legal action takes place.

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Question # 34

SCENARIO

Please use the following to answer the next QUESTION:

Henry Home Furnishings has built high-end furniture for nearly forty years. However, the new owner, Anton, has found some degree of disorganization after touring the company headquarters. His uncle Henry had always focused on production – not data processing – and Anton is concerned. In several storage rooms, he has found paper files, disks, and old computers that appear to contain the personal data of current and former employees and customers. Anton knows that a single break-in could irrevocably damage the company's relationship with its loyal customers. He intends to set a goal of guaranteed zero loss of personal information.

To this end, Anton originally planned to place restrictions on who was admitted to the physical premises of the company. However, Kenneth – his uncle's vice president and longtime confidante – wants to hold off on Anton's idea in favor of converting any paper records held at the company to electronic storage. Kenneth believes this process would only take one or two years. Anton likes this idea; he envisions a password- protected system that only he and Kenneth can access.

Anton also plans to divest the company of most of its subsidiaries. Not only will this make his job easier, but it will simplify the management of the stored data. The heads of subsidiaries like the art gallery and kitchenware store down the street will be responsible for their own information management. Then, any unneeded subsidiary data still in Anton's possession can be destroyed within the next few years.

After learning of a recent security incident, Anton realizes that another crucial step will be notifying customers. Kenneth insists that two lost hard drives in Question are not cause for concern; all of the data was encrypted and not sensitive in nature. Anton does not want to take any chances, however. He intends on sending notice letters to all employees and customers to be safe.

Anton must also check for compliance with all legislative, regulatory, and market requirements related to privacy protection. Kenneth oversaw the development of the company's online presence about ten years ago, but Anton is not confident about his understanding of recent online marketing laws. Anton is assigning another trusted employee with a law background the task of the compliance assessment. After a thorough analysis, Anton knows the company should be safe for another five years, at which time he can order another check.

Documentation of this analysis will show auditors due diligence.

Anton has started down a long road toward improved management of the company, but he knows the effort is worth it. Anton wants his uncle's legacy to continue for many years to come.

Which of Anton's plans for improving the data management of the company is most unachievable?

A.

His initiative to achieve regulatory compliance.

B.

His intention to transition to electronic storage.

C.

His objective for zero loss of personal information.

D.

His intention to send notice letters to customers and employees.

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Question # 35

An online retailer detects an incident involving customer shopping history but no keys have been compromised. The Privacy Offce is most concerned when it also involves?

A.

Internal unique personal identifiers.

B.

Plain text personal identifiers.

C.

Hashed mobile identifiers.

D.

No personal identifiers.

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Question # 36

A privacy maturity model provides all of the following EXCEPT?

A.

A standard reference to assess a privacy program's current level of development.

B.

A way to highlight what functions a company lacks for proper program management.

C.

A way to guarantee that a company is compliant with applicable laws and regulations.

D.

An example of the methods and practices necessary to evaluate a company’s level of risk.

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Question # 37

SCENARIO

Please use the following to answer the next question

You were recently hired by InStyte Date Corp as a privacy manager to help InStyle Data Corp become compliant with a new data protection law

The law mandates that businesses have reasonable and appropriate security measures in place to protect personal data. Violations of that mandate are heavily fined and the legislators have stated that they will aggressively pursue companies that don t comply with the new law

You are paved with a security manager and tasked with reviewing InStyle Data Corp s current state and advising the business how it can meet the "reasonable and appropriate security" requirement InStyle Data Corp has grown rapidly and has not kept a data inventory or completed a data mapping InStyte Data Corp has also developed security-related policies ad hoc and many have never been implemented The various teams involved in the creation and testing of InStyle Data Corp s products experience significant turnover and do not have well defined roles There's little documentation addressing what personal data is processed by which product and for what purpose

Work needs to begin on this project immediately so that InStyle Data Corp can become compliant by the time the law goes into effect. You and you partner discover that InStyle Data Corp regularly sends files containing sensitive personal data back to its customers through email sometimes using InStyle Data Corp employees personal email accounts. You also team that InStyle Data Corp s privacy and information security teams are not informed of new personal data flows, new products developed by InStyte Data Corp that process personal data, or updates to existing InStyle Data Corp products that may change what or how the personal data is processed until after the product or update has gone have.

Through a review of InStyle Date Corp’s test and development environment logs, you discover InStyle Data Corp sometimes gives login credentials to any InStyle Data Corp employee or contractor who requests them. The test environment only contains dummy data but the development environment contains personal data including Social Security Numbers, hearth ^formation and financial information All credentialed InStyle Data Corp employees and contractors have the ability to after and delete personal data in both environments regardless of their role or what project they are working on.

You and your partner provide a gap assessment citing the issues you spotted, along with recommended remedial actions and a method to measure implementation InStyle Data Corp implements all of the recommended security controls You review the processes roles, controls and measures taken to appropriately protect the personal data at every stop However, you realize there is no plan for monitoring and nothing in place addressing sanctions for violations of the updated policies and procedures InStyle Data Corp pushes back, stating they do not have the resources for such monitoring.

What aspect of the data management life cycle will still be unaddressed it you cannot find the resources to become compliant?

A.

Auditability.

B.

Enforcement

C.

Irretrievability

D.

Access management

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Question # 38

How do privacy audits differ from privacy assessments?

A.

They are non-binding.

B.

They are evidence-based.

C.

They are based on standards.

D.

They are conducted by external parties.

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Question # 39

According to the General Data Protection Regulation (GDPR), the requirements of a Data Protection Impact Assessment (DPIA) include that it?

A.

Be reported to the corresponding supervisory authority.

B.

Publish the report to demonstrate the transparency of the data processing.

C.

Provide a description of the proposed processing operation and its purpose.

D.

Is required if the processing activity entails risk to the rights and freedoms of an EU individual.

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Question # 40

SCENARIO

Please use the following to answer the next QUESTION:

You lead the privacy office for a company that handles information from individuals living in several countries throughout Europe and the Americas. You begin that morning’s privacy review when a contracts officer sends you a message asking for a phone call. The message lacks clarity and detail, but you presume that data was lost.

When you contact the contracts officer, he tells you that he received a letter in the mail from a vendor stating

that the vendor improperly shared information about your customers. He called the vendor and confirmed that your company recently surveyed exactly 2000 individuals about their most recent healthcare experience and sent those surveys to the vendor to transcribe it into a database, but the vendor forgot to encrypt the database as promised in the contract. As a result, the vendor has lost control of the data.

The vendor is extremely apologetic and offers to take responsibility for sending out the notifications. They tell you they set aside 2000 stamped postcards because that should reduce the time it takes to get the notice in the mail. One side is limited to their logo, but the other side is blank and they will accept whatever you want to write. You put their offer on hold and begin to develop the text around the space constraints. You are content to let the vendor’s logo be associated with the notification.

The notification explains that your company recently hired a vendor to store information about their most recent experience at St. Sebastian Hospital’s Clinic for Infectious Diseases. The vendor did not encrypt the information and no longer has control of it. All 2000 affected individuals are invited to sign-up for email notifications about their information. They simply need to go to your company’s website and watch a quick advertisement, then provide their name, email address, and month and year of birth.

You email the incident-response council for their buy-in before 9 a.m. If anything goes wrong in this situation, you want to diffuse the blame across your colleagues. Over the next eight hours, everyone emails their comments back and forth. The consultant who leads the incident-response team notes that it is his first day with the company, but he has been in other industries for 45 years and will do his best. One of the three lawyers on the council causes the conversation to veer off course, but it eventually gets back on track. At the end of the day, they vote to proceed with the notification you wrote and use the vendor’s postcards.

Shortly after the vendor mails the postcards, you learn the data was on a server that was stolen, and make the decision to have your company offer credit monitoring services. A quick internet search finds a credit monitoring company with a convincing name: Credit Under Lock and Key (CRUDLOK). Your sales rep has never handled a contract for 2000 people, but develops a proposal in about a day which says CRUDLOK will:

1.Send an enrollment invitation to everyone the day after the contract is signed.

2.Enroll someone with just their first name and the last-4 of their national identifier.

3.Monitor each enrollee’s credit for two years from the date of enrollment.

4.Send a monthly email with their credit rating and offers for credit-related services at market rates.

5.Charge your company 20% of the cost of any credit restoration.

You execute the contract and the enrollment invitations are emailed to the 2000 individuals. Three days later you sit down and document all that went well and all that could have gone better. You put it in a file to reference the next time an incident occurs.

Regarding the credit monitoring, which of the following would be the greatest concern?

A.

The vendor’s representative does not have enough experience

B.

Signing a contract with CRUDLOK which lasts longer than one year

C.

The company did not collect enough identifiers to monitor one’s credit

D.

You are going to notify affected individuals via a letter followed by an email

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Question # 41

Which of the following helps build trust with customers and stakeholders?

A.

Only publish what is legally necessary to reduce your liability.

B.

Enable customers to view and change their own personal information within a dedicated portal.

C.

Publish your privacy policy using broad language to ensure all of your organization’s activities are captured.

D.

Provide a dedicated privacy space with the privacy policy, explanatory documents and operation frameworks.

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Question # 42

A new business crafting its privacy policy is struggling with how it will define the term "personal data."

Which of the following should inform this decision?

A.

The types of special categories of data being processed.

B.

The business's requirements for storing collected data.

C.

The amount of data the business expects to collect.

D.

The privacy laws to which the business is subject.

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Question # 43

What does it mean to “rationalize” data protection requirements?

A.

Evaluate the costs and risks of applicable laws and regulations and address those that have the greatest penalties

B.

Look for overlaps in laws and regulations from which a common solution can be developed

C.

Determine where laws and regulations are redundant in order to eliminate some from requiring compliance

D.

Address the less stringent laws and regulations, and inform stakeholders why they are applicable

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Question # 44

SCENARIO

Please use the following to answer the next QUESTION:

It's just what you were afraid of. Without consulting you, the information technology director at your organization launched a new initiative to encourage employees to use personal devices for conducting business. The initiative made purchasing a new, high-specification laptop computer an attractive option, with discounted laptops paid for as a payroll deduction spread over a year of paychecks. The organization is also paying the sales taxes. It's a great deal, and after a month, more than half the organization's employees have signed on and acquired new laptops. Walking through the facility, you see them happily customizing and comparing notes on their new computers, and at the end of the day, most take their laptops with them, potentially carrying personal data to their homes or other unknown locations. It's enough to give you data- protection nightmares, and you've pointed out to the information technology Director and many others in the organization the potential hazards of this new practice, including the inevitability of eventual data loss or theft.

Today you have in your office a representative of the organization's marketing department who shares with you, reluctantly, a story with potentially serious consequences. The night before, straight from work, with laptop in hand, he went to the Bull and Horn Pub to play billiards with his friends. A fine night of sport and socializing began, with the laptop "safely" tucked on a bench, beneath his jacket. Later that night, when it was time to depart, he retrieved the jacket, but the laptop was gone. It was not beneath the bench or on another bench nearby. The waitstaff had not seen it. His friends were not playing a joke on him. After a sleepless night, he confirmed it this morning, stopping by the pub to talk to the cleanup crew. They had not found it. The laptop was missing. Stolen, it seems. He looks at you, embarrassed and upset.

You ask him if the laptop contains any personal data from clients, and, sadly, he nods his head, yes. He believes it contains files on about 100 clients, including names, addresses and governmental identification numbers. He sighs and places his head in his hands in despair.

In order to determine the best course of action, how should this incident most productively be viewed?

A.

As the accidental loss of personal property containing data that must be restored.

B.

As a potential compromise of personal information through unauthorized access.

C.

As an incident that requires the abrupt initiation of a notification campaign.

D.

As the premeditated theft of company data, until shown otherwise.

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Question # 45

Privacy/security questionnaires are used primarily to do what?

A.

Map data flows.

B.

Assess vendor risk.

C.

Determine access controls.

D.

Comply with contractual requirements.

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Question # 46

K a privacy professional wants to show that an organization's privacy program is working as intended, the professional should?

A.

Collect feedback from customers about the privacy program.

B.

Carry out a personal data breach tabletop exercise.

C.

Collect and analyze privacy program metrics.

D.

Review privacy policies.

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Question # 47

What is the main function of the Asia-Pacific Economic Cooperation (APEC) Privacy Framework?

A.

Managing the data flows from parties outside the region.

B.

Establishing legal requirements for privacy protection in the region.

C.

Promoting privacy protection technologies developed in the region.

D.

Promoting consumer trust and business confidence in cross-border data flows.

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Question # 48

SCENARIO

Please use the following to answer the next QUESTION:

Martin Briseño is the director of human resources at the Canyon City location of the U.S. hotel chain Pacific Suites. In 1998, Briseño decided to change the hotel’s on-the-job mentoring model to a standardized training program for employees who were progressing from line positions into supervisory positions. He developed a curriculum comprising a series of lessons, scenarios, and assessments, which was delivered in-person to small groups. Interest in the training increased, leading Briseño to work with corporate HR specialists and software engineers to offer the program in an online format. The online program saved the cost of a trainer and allowed participants to work through the material at their own pace.

Upon hearing about the success of Briseño’s program, Pacific Suites corporate Vice President Maryanne Silva-Hayes expanded the training and offered it company-wide. Employees who completed the program received certification as a Pacific Suites Hospitality Supervisor. By 2001, the program had grown to provide industry-wide training. Personnel at hotels across the country could sign up and pay to take the course online. As the program became increasingly profitable, Pacific Suites developed an offshoot business, Pacific Hospitality Training (PHT). The sole focus of PHT was developing and marketing a variety of online courses and course progressions providing a number of professional certifications in the hospitality industry.

By setting up a user account with PHT, course participants could access an information library, sign up for courses, and take end-of-course certification tests. When a user opened a new account, all information was saved by default, including the user’s name, date of birth, contact information, credit card information, employer, and job title. The registration page offered an opt-out choice that users could click to not have their credit card numbers saved. Once a user name and password were established, users could return to check their course status, review and reprint their certifications, and sign up and pay for new courses. Between 2002 and 2008, PHT issued more than 700,000 professional certifications.

PHT’s profits declined in 2009 and 2010, the victim of industry downsizing and increased competition from e- learning providers. By 2011, Pacific Suites was out of the online certification business and PHT was dissolved. The training program’s systems and records remained in Pacific Suites’ digital archives, un-accessed and unused. Briseño and Silva-Hayes moved on to work for other companies, and there was no plan for handling the archived data after the program ended. After PHT was dissolved, Pacific Suites executives turned their attention to crucial day-to-day operations. They planned to deal with the PHT materials once resources allowed.

In 2012, the Pacific Suites computer network was hacked. Malware installed on the online reservation system exposed the credit card information of hundreds of hotel guests. While targeting the financial data on the reservation site, hackers also discovered the archived training course data and registration accounts of Pacific Hospitality Training’s customers. The result of the hack was the exfiltration of the credit card numbers of recent hotel guests and the exfiltration of the PHT database with all its contents.

A Pacific Suites systems analyst discovered the information security breach in a routine scan of activity reports. Pacific Suites quickly notified credit card companies and recent hotel guests of the breach, attempting to prevent serious harm. Technical security engineers faced a challenge in dealing with the PHT data.

PHT course administrators and the IT engineers did not have a system for tracking, cataloguing, and storing information. Pacific Suites has procedures in place for data access and storage, but those procedures were not implemented when PHT was formed. When the PHT database was acquired by Pacific Suites, it had no owner or oversight. By the time technical security engineers determined what private information was compromised, at least 8,000 credit card holders were potential victims of fraudulent activity.

What key mistake set the company up to be vulnerable to a security breach?

A.

Collecting too much information and keeping it for too long

B.

Overlooking the need to organize and categorize data

C.

Failing to outsource training and data management to professionals

D.

Neglecting to make a backup copy of archived electronic files

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Question # 49

Rationalizing requirements in order to comply with the various privacy requirements required by applicable law and regulation does NOT include which of the following?

A.

Harmonizing shared obligations and privacy rights across varying legislation and/or regulators.

B.

Implementing a solution that significantly addresses shared obligations and privacy rights.

C.

Applying the strictest standard for obligations and privacy rights that doesn't violate privacy laws elsewhere.

D.

Addressing requirements that fall outside the common obligations and rights (outliers) on a case-by-case basis.

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Question # 50

You are the privacy officer at a university. Recently, the police have contacted you as they suspect that one of your students is using a library computer to commit financial fraud. The police would like your assistance in investigating this individual and are requesting computer logs and usage data of the student.

What Is your first step in responding to the request?

A.

Refuse the request as the police do not have a warrant.

B.

Provide the data to police and record it for your own archives.

C.

Contact the university's legal counsel to determine if the request is lawful.

D.

Review policies, procedures and legislation to determine the university's obligation to co-operate with the police.

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Question # 51

When implementing an organization's privacy program, what right should be granted to the data subject?

A.

To have their data amended or erased if errors are found.

B.

To limit or refuse the disclosure of their data for any reason.

C.

To provide feedback regarding an organization's privacy policy.

D.

To verify that an organization uses the highest level of privacy protection available.

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Question # 52

SCENARIO

Please use the following to answer the next QUESTION:

John is the new privacy officer at the prestigious international law firm – A&M LLP. A&M LLP is very proud of its reputation in the practice areas of Trusts & Estates and Merger & Acquisition in both U.S. and Europe.

During lunch with a colleague from the Information Technology department, John heard that the Head of IT, Derrick, is about to outsource the firm's email continuity service to their existing email security vendor – MessageSafe. Being successful as an email hygiene vendor, MessageSafe is expanding its business by leasing cloud infrastructure from Cloud Inc. to host email continuity service for A&M LLP.

John is very concerned about this initiative. He recalled that MessageSafe was in the news six months ago due to a security breach. Immediately, John did a quick research of MessageSafe's previous breach and learned that the breach was caused by an unintentional mistake by an IT administrator. He scheduled a meeting with Derrick to address his concerns.

At the meeting, Derrick emphasized that email is the primary method for the firm's lawyers to communicate with clients, thus it is critical to have the email continuity service to avoid any possible email downtime. Derrick has been using the anti-spam service provided by MessageSafe for five years and is very happy with the quality of service provided by MessageSafe. In addition to the significant discount offered by MessageSafe, Derrick emphasized that he can also speed up the onboarding process since the firm already has a service contract in place with MessageSafe. The existing on-premises email continuity solution is about to reach its end of life very soon and he doesn't have the time or resource to look for another solution. Furthermore, the off- premises email continuity service will only be turned on when the email service at A&M LLP's primary and secondary data centers are both down, and the email messages stored at MessageSafe site for continuity service will be automatically deleted after 30 days.

Which of the following is NOT an obligation of MessageSafe as the email continuity service provider for A&M LLP?

A.

Privacy compliance.

B.

Security commitment.

C.

Certifications to relevant frameworks.

D.

Data breach notification to A&M LLP.

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Question # 53

Why were the nongovernmental privacy organizations, Electronic Frontier Foundation (EFF) and Electronic Privacy Information Center (EPIC), established?

A.

To promote consumer confidence in the Internet industry.

B.

To improve the user experience during online shopping.

C.

To protect civil liberties and raise consumer awareness.

D.

To promote security on the Internet through strong encryption.

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Question # 54

What is the main purpose in notifying data subjects of a data breach?

A.

To avoid financial penalties and legal liability

B.

To enable regulators to understand trends and developments that may shape the law

C.

To ensure organizations have accountability for the sufficiency of their security measures

D.

To allow i ndividuals to take any actions required to protect the mselves from possible consequences

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Question # 55

SCENARIO

Please use the following to answer the next question:

Liam is the newly appointed information technology (IT) compliance manager at Mesa, a USbased outdoor clothing brand with a global E-commerce presence. During his second week, he is contacted by the company’s IT audit manager, who informs him that the auditing team will be conducting a review of Mesa’s privacy compliance risk in a month.

A bit nervous about the audit, Liam asks his boss what his predecessor had completed related to privacy compliance before leaving the company. Liam is told that a consent management tool had been added to the website and they commissioned a privacy risk evaluation from a small consulting firm last year that determined that their risk exposure was relatively low given their current control environment. After reading the consultant’s report, Liam realized that the scope of the assessment was limited to breach notification laws in the US and the Payment Card Industry’s Data Security Standard (PCI DSS).

Not wanting to let down his new team, Liam kept his concerns about the report to himself and figured he could try to put some additional controls into place before the audit. Having some privacy compliance experience in his last role, Liam thought he might start by having discussions with the E-commerce and marketing teams.

The E-commerce Director informed him that they were still using the cookie consent tool forcibly placed on the home screen by the CIO, but could not understand the point since their office was not located in California or Europe. The marketing director touted his department’s success with purchasing email lists and taking a shotgun approach to direct marketing. Both directors highlighted their tracking tools on the website to enhance customer experience while learning more about where else the customer had shopped. The more people Liam met with, the more it became apparent that privacy awareness and the general control environment at Mesa needed help.

With three weeks before the audit, Liam updated Mesa's Privacy Notice himself, which was taken and revised from a competitor’s website. He also wrote policies and procedures outlining the roles and responsibilities for privacy within Mesa and distributed the document to all departments he knew of with access to personal information.

During this time. Liam also filled the backlog of data subject requests for deletion that had been sent to him by the customer service manager. Liam worked with application owners to remove these individual's information and order history from the customer relationship management (CRM) tool, the enterprise resource planning (ERP). the data warehouse and the email server.

At the audit kick-off meeting. Liam explained to his boss and her team that there may still be some room for improvement, but he thought the risk had been mitigated to an appropriate level based on the work he had done thus far.

After the audit had been completed, the audit manager and Liam met to discuss her team’s findings, and much to his dismay. Liam was told that none of the work he had completed prior to the audit followed best practices for governance and risk mitigation. In fact, his actions only opened the company up to additional risk and scrutiny. Based on these findings. Liam worked with external counsel and an established privacy consultant to develop a remediation plan.

Why do Mesa's E-commerce and marketing efforts need to be compliant with the GDPR?

A.

Mesa is US-based.

B.

Mesa uses mailing lists and engages in direct marketing.

C.

Mesa uses automated systems and tools to process personal data.

D.

Mesa has a global E-commerce presence and may have customers in Europe.

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Question # 56

PbD is the framework that?

A.

Dictates the design of the system development life cycle.

B.

Establishes risk-based expectations for privacy management.

C.

Embeds privacy into the design of technology, systems and practices.

D.

Guides organizations in designing, implementing and managing privacy programs in line with privacy laws and best practices.

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Question # 57

Which of the following is NOT an important factor to consider when developing a data retention policy?

A.

Technology resource.

B.

Business requirement.

C.

Organizational culture.

D.

Compliance requirement

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Question # 58

What is one reason the European Union has enacted more comprehensive privacy laws than the United States?

A.

To ensure adequate enforcement of existing laws.

B.

To ensure there is adequate funding for enforcement.

C.

To allow separate industries to set privacy standards.

D.

To allow the free movement of data between member countries.

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Question # 59

The General Data Protection Regulation (GDPR) specifies fines that may be levied against data controllers for certain infringements. Which of the following will be subject to administrative fines of up to 10 000 000 EUR, or in the case of an undertaking, up to 2% of the total worldwide annual turnover of the preceding financial year?

A.

Failure to demonstrate that consent was given by the data subject to the processing of their personal data where it is used as the basis for processing

B.

Failure to implement technical and organizational measures to ensure data protection is enshrined by design and default

C.

Failure to process personal information in a manner compatible with its original purpose

D.

Failure to provide the means for a data subject to rectify inaccuracies in personal data

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Question # 60

Under the General Data Protection Regulation (GDPR), what must be included in a written agreement between the controller and processor in relation to processing conducted on the controller's behalf?

A.

An obligation on the processor to report any personal data breach to the controller within 72 hours.

B.

An obligation on both parties to report any serious personal data breach to the supervisory authority.

C.

An obligation on both parties to agree to a termination of the agreement if the other party is responsible for a personal data breach.

D.

An obligation on the processor to assist the controller in complying with the controller's obligations to notify the supervisory authority about personal data breaches.

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Question # 61

Which of the following is TRUE about the Data Protection Impact Assessment (DPIA) process as required under the General Data Protection Regulation (GDPR)?

A.

The DPIA result must be reported to the corresponding supervisory authority.

B.

The DPIA report must be published to demonstrate the transparency of the data processing.

C.

The DPIA must include a description of the proposed processing operation and its purpose.

D.

The DPIA is required if the processing activity entails risk to the rights and freedoms of an EU individual.

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Question # 62

SCENARIO

Please use the following lo answer the next question:

You are the privacy manager within the privacy office of a National Forest Parks and Recreation Department. While having lunch with a colleague from the IT division, you learn that the IT director has put out a request for proposal (RFP) which calls for a system that collects the personal data of park attendees.

You consult with a few other colleagues in IT and learn that the RFP is worded such that it leaves it to the vendors to demonstrate what information they would collect from people who enter parks anywhere in the country, either in a vehicle or on foot. A partial list of the information collected includes:

• personal identifiers such as name, address, age, gender;

• vehicle registration information:

• facial images of park attendees;

• health information (e.g.. physical disabilities, use of mobility devices)

The stated purpose of the RFP is to:

"Improve the National Forest. Parks, and Recreation Department's ability to track and monitor service usage thereby Increasing the robustness of our customer data and to improve service offerings.''

Companies have already started submitting proposals for software solutions that address these information gathering practices. There is only one week left before the RFP closes.

The IT department has put together an RFP evaluation team but no one from the privacy office has been a Dart of the RFP ud to this point. This occurred deposite the fact….

Which of the following is the least important privacy consideration associated with assessing data when implementing a large-scale project like this?

A.

Standardization of privacy safeguards on a national scale.

B.

Classification of the types of personal information collected by the system

C.

Identifying operational risks associated with data storage, access and disposal.

D.

Third-party vendor assessment to determine how well privacy practices of vendors align with your organization's practices.

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Question # 63

You would like to better understand how your organization can demonstrate compliance with international privacy standards and identify gaps for remediation. What steps could you take to achieve this objective?

A.

Carry out a second-party audit.

B.

Consult your local privacy regulator.

C.

Conduct an annual self assessment.

D.

Engage a third-party to conduct an audit.

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Question # 64

Incipia Corporation just trained the last of its 300 employees on their new privacy policies and procedures.

If Incipia wanted to analyze the effectiveness of the training over the next 6 months, which form of trend analysis should they use?

A.

Cyclical.

B.

Irregular.

C.

Statistical.

D.

Standard variance.

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Question # 65

SCENARIO

Please use the following to answer the next QUESTION:

Martin Briseño is the director of human resources at the Canyon City location of the U.S. hotel chain Pacific Suites. In 1998, Briseño decided to change the hotel’s on-the-job mentoring model to a standardized training program for employees who were progressing from line positions into supervisory positions. He developed a curriculum comprising a series of lessons, scenarios, and assessments, which was delivered in-person to small groups. Interest in the training increased, leading Briseño to work with corporate HR specialists and software engineers to offer the program in an online format. The online program saved the cost of a trainer and allowed participants to work through the material at their own pace.

Upon hearing about the success of Briseño’s program, Pacific Suites corporate Vice President Maryanne Silva-Hayes expanded the training and offered it company-wide. Employees who completed the program received certification as a Pacific Suites Hospitality Supervisor. By 2001, the program had grown to provide

industry-wide training. Personnel at hotels across the country could sign up and pay to take the course online. As the program became increasingly profitable, Pacific Suites developed an offshoot business, Pacific Hospitality Training (PHT). The sole focus of PHT was developing and marketing a variety of online courses and course progressions providing a number of professional certifications in the hospitality industry.

By setting up a user account with PHT, course participants could access an information library, sign up for courses, and take end-of-course certification tests. When a user opened a new account, all information was saved by default, including the user’s name, date of birth, contact information, credit card information, employer, and job title. The registration page offered an opt-out choice that users could click to not have their credit card numbers saved. Once a user name and password were established, users could return to check their course status, review and reprint their certifications, and sign up and pay for new courses. Between 2002 and 2008, PHT issued more than 700,000 professional certifications.

PHT’s profits declined in 2009 and 2010, the victim of industry downsizing and increased competition from e- learning providers. By 2011, Pacific Suites was out of the online certification business and PHT was dissolved. The training program’s systems and records remained in Pacific Suites’ digital archives, un-accessed and unused. Briseño and Silva-Hayes moved on to work for other companies, and there was no plan for handling the archived data after the program ended. After PHT was dissolved, Pacific Suites executives turned their attention to crucial day-to-day operations. They planned to deal with the PHT materials once resources allowed.

In 2012, the Pacific Suites computer network was hacked. Malware installed on the online reservation system exposed the credit card information of hundreds of hotel guests. While targeting the financial data on the reservation site, hackers also discovered the archived training course data and registration accounts of Pacific Hospitality Training’s customers. The result of the hack was the exfiltration of the credit card numbers of recent hotel guests and the exfiltration of the PHT database with all its contents.

A Pacific Suites systems analyst discovered the information security breach in a routine scan of activity reports. Pacific Suites quickly notified credit card companies and recent hotel guests of the breach, attempting to prevent serious harm. Technical security engineers faced a challenge in dealing with the PHT data.

PHT course administrators and the IT engineers did not have a system for tracking, cataloguing, and storing information. Pacific Suites has procedures in place for data access and storage, but those procedures were not implemented when PHT was formed. When the PHT database was acquired by Pacific Suites, it had no owner or oversight. By the time technical security engineers determined what private information was compromised, at least 8,000 credit card holders were potential victims of fraudulent activity.

What must Pacific Suite’s primary focus be as it manages this security breach?

A.

Minimizing the amount of harm to the affected individuals

B.

Investigating the cause and assigning responsibility

C.

Determining whether the affected individuals should be notified

D.

Maintaining operations and preventing publicity

Full Access
Question # 66

You would like your organization to be independently audited to demonstrate compliance with international privacy standards and to identify gaps for remediation.

Which type of audit would help you achieve this objective?

A.

First-party audit.

B.

Second-party audit.

C.

Third-party audit.

D.

Fourth-party audit.

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Question # 67

SCENARIO

Please use the following to answer the next QUESTION:

It's just what you were afraid of. Without consulting you, the information technology director at your organization launched a new initiative to encourage employees to use personal devices for conducting business. The initiative made purchasing a new, high-specification laptop computer an attractive option, with discounted laptops paid for as a payroll deduction spread over a year of paychecks. The organization is also paying the sales taxes. It's a great deal, and after a month, more than half the organization's employees have signed on and acquired new laptops. Walking through the facility, you see them happily customizing and comparing notes on their new computers, and at the end of the day, most take their laptops with them, potentially carrying personal data to their homes or other unknown locations. It's enough to give you data- protection nightmares, and you've pointed out to the information technology Director and many others in the organization the potential hazards of this new practice, including the inevitability of eventual data loss or theft.

Today you have in your office a representative of the organization's marketing department who shares with you, reluctantly, a story with potentially serious consequences. The night before, straight from work, with laptop in hand, he went to the Bull and Horn Pub to play billiards with his friends. A fine night of sport and socializing began, with the laptop "safely" tucked on a bench, beneath his jacket. Later that night, when it was time to depart, he retrieved the jacket, but the laptop was gone. It was not beneath the bench or on another bench nearby. The waitstaff had not seen it. His friends were not playing a joke on him. After a sleepless night, he confirmed it this morning, stopping by the pub to talk to the cleanup crew. They had not found it. The laptop was missing. Stolen, it seems. He looks at you, embarrassed and upset.

You ask him if the laptop contains any personal data from clients, and, sadly, he nods his head, yes. He believes it contains files on about 100 clients, including names, addresses and governmental identification numbers. He sighs and places his head in his hands in despair.

From a business standpoint, what is the most productive way to view employee use of personal equipment for work-related tasks?

A.

The use of personal equipment is a cost-effective measure that leads to no greater security risks than are always present in a modern organization.

B.

Any computer or other equipment is company property whenever it is used for company business.

C.

While the company may not own the equipment, it is required to protect the business-related data on any equipment used by its employees.

D.

The use of personal equipment must be reduced as it leads to inevitable security risks.

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Question # 68

An executive for a multinational online retail company in the United States is looking for guidance in developing her company's privacy program beyond what is specifically required by law.

What would be the most effective resource for the executive to consult?

A.

Internal auditors.

B.

Industry frameworks.

C.

Oversight organizations.

D.

Breach notifications from competitors.

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Question # 69

SCENARIO

Please use the following to answer the next QUESTION:

It's just what you were afraid of. Without consulting you, the information technology director at your organization launched a new initiative to encourage employees to use personal devices for conducting business. The initiative made purchasing a new, high-specification laptop computer an attractive option, with discounted laptops paid for as a payroll deduction spread over a year of paychecks. The organization is also paying the sales taxes. It's a great deal, and after a month, more than half the organization's employees have signed on and acquired new laptops. Walking through the facility, you see them happily customizing and comparing notes on their new computers, and at the end of the day, most take their laptops with them, potentially carrying personal data to their homes or other unknown locations. It's enough to give you data- protection nightmares, and you've pointed out to the information technology Director and many others in the organization the potential hazards of this new practice, including the inevitability of eventual data loss or theft.

Today you have in your office a representative of the organization's marketing department who shares with you, reluctantly, a story with potentially serious consequences. The night before, straight from work, with laptop in hand, he went to the Bull and Horn Pub to play billiards with his friends. A fine night of sport and socializing began, with the laptop "safely" tucked on a bench, beneath his jacket. Later that night, when it was time to depart, he retrieved the jacket, but the laptop was gone. It was not beneath the bench or on another bench nearby. The waitstaff had not seen it. His friends were not playing a joke on him. After a sleepless night, he confirmed it this morning, stopping by the pub to talk to the cleanup crew. They had not found it. The laptop was missing. Stolen, it seems. He looks at you, embarrassed and upset.

You ask him if the laptop contains any personal data from clients, and, sadly, he nods his head, yes. He believes it contains files on about 100 clients, including names, addresses and governmental identification numbers. He sighs and places his head in his hands in despair.

Which is the best way to ensure that data on personal equipment is protected?

A.

User risk training.

B.

Biometric security.

C.

Encryption of the data.

D.

Frequent data backups.

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Question # 70

Read the following steps:

    Perform frequent data back-ups.

    Perform test restorations to verify integrity of backed-up data.

    Maintain backed-up data offline or on separate servers.

These steps can help an organization recover from what?

A.

Phishing attacks

B.

Authorization errors

C.

Ransomware attacks

D.

Stolen encryption keys

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Question # 71

When vetting third-party processors of data protected by the GDPR. why is it important to know the physical location of stored personal data from clients?

A.

To determine their incidence response time.

B.

To determine the country laws that would govern the contract.

C.

To determine the likelihood of a security breach in the location.

D.

To ensure the country has adequate protection or if safeguards are required.

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Question # 72

All of the following should be mandatory in the contract for the outsourced vendor EXCEPT?

A.

Generation of reports and metrics.

B.

Information security controls.

C.

Liability for data breach.

D.

Cyber insurance.

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